Tariffs, Uncertainty, and Resilience: Lessons We Can’t Ignore

The recent escalation of tariffs between the U.S. and Canada has once again disrupted economic predictability. For those of us in the consulting sector - particularly in community and social planning - these developments don’t just sit on the periphery of policy debates; they land directly on our desks. And while it’s easy to get lost in the technical details of trade disputes, the bigger question is: How do we navigate the chaos?

When tariffs rise, so do costs - on materials, goods and supply chains. But for those of us who work in consulting, it’s easy to assume that these macroeconomic shifts have little direct impact on our sector. After all, we’re not importing steel or exporting lumber. However, economic strain trickles down into every industry, and community planning is no exception.

Governments, nonprofits, and community organizations that hire consulting firms often find their budgets squeezed in response to economic uncertainty. When food prices rise and household costs soar, funding for community initiatives becomes harder to secure. If your model relies on collaboration with communities where significant portions of fees are shared, budget constraints can shrink project funding even further. The organizations we support will feel the pressure, and in turn, so will we. A struggling economy means fewer projects, slower decision-making, more prickly clients, and longer implementation timelines. If we fail to recognize these connections, we fail to prepare.

As economic pressures mount, they inevitably raise questions within workplaces beyond just wages. While salary conversations are among the most difficult, i.e., if the cost of living rises, it’s fair to expect wages would too, but unfortunately that is not always the case, broader workplace impacts must be acknowledged. Workplace morale and mental health are deeply affected by financial strain, job insecurity, and increasing workloads. Uncertainty leads to stress, burnout, and disengagement, creating environments where employees struggle to remain productive and motivated.

Additionally, organizations are facing mounting pressure to operate more efficiently, leading to tighter project timelines, and resource constraints. Consulting firms are experiencing client and contract uncertainty, with projects delayed, budgets reduced, and long-term partnerships put on hold as financial unpredictability looms. These disruptions create instability not just for businesses but for the individuals whose livelihoods depend on them.

In response, companies are shifting their strategic priorities, focusing on recession-proof services, rethinking business models, and diversifying revenue streams. This is a time that calls for adaptability, not just in leadership but across entire organizations. A rigid business model may not survive, but one that is dynamic and responsive to change will be far better positioned for resilience.

There is a tendency to talk about resilience as an individual trait, something employees and organizations must cultivate within themselves. And while resilience at a workplace level matters, businesses alone cannot shoulder the burden of societal resilience. We need strong, adaptive communities that support the foundation for economic recovery and innovation so that resilience is fostered across all the spaces we inhabit - our workplaces, our homes, and our broader communities.

This is where community planning, social programming, and economic policies intersect. The ability to weather economic storms is not just about corporate agility; it’s about ensuring that our broader social structures - public services, affordable housing and food security - are strong enough to support individuals when industries fluctuate. Consulting firms in this space have an important role to play in shaping those structures, advocating for investments that foster long-term resilience beyond just the workplace. When governments look for ways to adapt, communities seek plans to guide change, and businesses invest in strategies to thrive, many will look to us for new ideas, innovative thinking, and the best that our disciplines have to offer. We must be prepared for this call.

For leaders in the consulting sector, these turbulent times call for more than just financial prudence. They demand a nuanced approach to leadership itself.

For employees trying to navigate these unpredictable shifts, a few strategies can make a difference:

In times of uncertainty, silence is the enemy. The more we talk - about policy impacts, economic realities, and resilience beyond just the workplace - the better positioned we are to weather what’s ahead. Consulting firms in Canada will feel the impact of these economic shifts, just as every industry will. But by acknowledging the ripple effects, equipping ourselves with knowledge, and fostering adaptability, we stand a better chance of not just surviving the chaos but shaping something better from it.

Resilience isn’t just an individual effort or a workplace initiative. It’s a collective pursuit, one that depends on the strength of our communities, the foresight of our leaders, and the adaptability of our collective mindset. Most importantly, it depends on our willingness to engage in the conversations that matter.